美国教授在华为某知名高校MBA学生准备的人力资源讲义4

1、motivating people what management assumes about workers old way: worker want nothing from the job except pay, avoids responsibility, and must be controlled and coerced. new way: worker desires challenging job and will seek responsibility and autonomy if management permits. a short history of managin

2、g people the hammer ndriving fear into the employee the carrot nbribing the employee the toolbox nthe hammer and the carrot take their place among an expanded array of intrinsic and extrinsic managerial tools. past management styles: variations on the hammer authority crisis mistakes kita begging pa

3、st management styles: variations on the carrot pay for performance piecework bonus systems stock options but: nhistorically focused on the individual nhard to implement in a fair and equitable manner nmuch of human performance is hard to quantify nimplies that employees are only at work for pay - no

4、t out of commitment to the company/customers. the psychological contract employee expects to give company expects to give employee expects to get company expects to get hierarchy of needs (maslow) physical human needs security social self-esteem self-actualization hygiene theory (herzberg) satisfier

5、s npay nbenefits nsafety motivators nrecognition nrespect nadvancement expectancy theory (vroom) motivation = v*i*e v: the value of the reward (how much do i like the reward?) i: effort will be instrumental in achieving the assigned task (if i try, can i do?) e: achievement of the task is expected t

6、o lead to receipt of the reward (if i do, will i get the reward?) expanding the toolbox extrinsic rewards npay nsafety nbenefits nsecurity nhealth intrinsic rewards nrespect nrecognition ndevelopment nparticipation ninfluence and, as a last resort, the hammer remains a useful tool as well. determini

7、ng fair pay qualifications neducation, experience, seniority, track record market - internal market - external performance contribution and value alternatives (variations on the market theme) pay systems: some popular options individual ntime-based pay wsalary whourly nperformance-based pay wmerit p

8、ay wskill-based pay wbonus wpiece-work wstock options team/group ntime-based pay wall salary workforce nperformance-based pay wgain-sharing wprofit-sharing wuniversal stock ownership wteam-based incentive beware the problem of “rewarding a while hoping for b! selected problems with pay hard to keep

9、equitable often reinforces one behavior at the expense of others (rewards a while hoping for b) nindividual vs. teamwork nquantity vs. quality nshort-term vs. long term many desirable behaviors are hard to measure emphasizes compliance rather than commitment salary compression low cost/hi value benefits some examples: feature em